Du Pont

Process Safety in the
Workplace
Human Involvement
Hansjrgen Labudde,
SHE Training Manager - Europe
Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.
Agenda
Introduction
Shift in Beliefs
The DuPont approach of Process Safety & Risk Management
Establishing a Safety Culture
Providing Management Leadership and Committment
Implementing a comprehensive PS&RM program
Achieving Operating Excellence through Operational Discipline
Conclusion
What you might know about DuPont
Worldwide benchmark for industrial SHE
$24 Billion in revenue
79,000 employees operating in 70

countries on 6 continents
5 core business segments including

DuPont Safety & Protection
DuPont in Europe, Middle East & Africa

2002
Sales:
$ 6.31 billion
ATOI:
$ 727 million
Employees:
18,200
Approx 66% of European sales are produced, refined

or manufactured in the region
DuPont locations in the region
Plants
R&D/Technical
Service Centres
Offices
Joint ventures
Industrial average
over 40
Injuries with more than 3

lost work days
per 1000 employees
per year
DuPont
only 0,4
All injuries are preventable

DuPont Core Values

Ethics
Respect
to employees
and
customers
Safety,
Health &
Environment
(SHE)
Agenda
Introduction
Shift in Beliefs
Conclusion
Business Excellence
through
SHE Excellence?
A Shift in Beliefs
Shifting a Belief:
Things go wrong,
accidents happen.
Safety performance
can be managed.
Drive towards excellence!

Zero injuries
Zero spills.
Zero wrong financial transactions.
Zero ..
Shifting a Belief:
Fatalities and serious
injuries are
investigated because
it is required by law.
All accidents and

incidents are
investigated because
we want to learn.
Understand root causes!

Of accidents.
Of productivity problems.
Of complaints
Of ..
Shifting a Belief:
Safety performance is
a question of luck.
Safety performance
can be managed.
From reaction to prevention!

Initiative
Operational discipline
Personal responsibility
..
Shifting a Belief:
Employees must be
supervised so that
they comply.
Employees must be
educated and
empowered so that
they perform.
Focus on people!
Lean organization.
Tap the capabilities of all employees.
Empower people
..
Developing an Organization
Natural Instincts
Where
Injury
Rates
Failures
to
perform
Reactive
Errors
Supervision
do you want to be?

How fast do you want to get there?
Self
Dependent
Teams
Independent
Interdependent
Management
Commitment
Condition of
Employment
Fear/Discipline
Rules/Procedures
Supervisor
Control, Emphasis,
and Goals
Value All People
Training
Personal Knowledge,
Commitment, and
Standards
Internalization
Personal Value
Care for Self
Practice, Habits
Individual Recognition
Help Others Conform

Others Keeper
Networking Contributor
Care for Others
Organizational Pride
The employee is in the focus

Active
Informed
Aware about company goals
Responsible
Decisive
Self-confident
Independent
Team oriented
Agenda
Introduction
Shift in Beliefs
Conclusion
Some industrial key accidents
Flixborough (6/74)
28 fatalities - $167MM
Seveso (7/76)
Contaminated countryside
Mex. City (11/84)
550+ fatalities - $26MM
Bhopal (12/84)
3M+ fatalities - 200M affected
Chernob. Nuc. Plt. (4/86)
31 fatalities - 300 mi2 evacuated
Piper Alpha Plat. (7/88)
165 fatalities
Pasadena, Tx. (11/89)
Channelview, Tx. (7/90)
Pemex, Mexico (7/96)
Multiple fatalities - $253MM

$8MMM loss to economy
Petrobras, Brasil (6/2001)
Toulouse, France (9/01)
29 fatalities
20,000 homes damaged
* Large property damage losses (17th edition); M&M Protection Consultants; 1166 Avenue of the Americas, NY, NY
10036
Industrial Incidents
Unfortunately, that listing was only a

partial (small) list of many incidents
that have occurred in the energy and
chemical industries worldwide.
So, whats the best answer?
Process Safety& Risk Management
The application of Management Systems to

the IDENTIFICATION, UNDERSTANDING,
and CONTROL of Process Hazards to
prevent a major fire, explosion, or toxic
release which could lead to a fatality or
multiple lost workday cases.
The DuPont Approach

to Managing Process Safety
Four Key Steps:
1. Establishing a Safety Culture

2. Providing Management Leadership and
Commitment
3. Implementing a comprehensive PS&RM
Program
4. Achieving Operating Excellence through
Operational Discipline
Agenda
Introduction
Shift in Beliefs
Achieving Operating Excellence through Operating Discipline
Conclusion
The
Step
Establishing the safety culture!
The Safety Culture

Founded
Explosion
1802
1815
Damage $ 80 000
Explosion
1818
40 people killed
Damage $ 120 000
Safety is a Management Responsibility
Core Value Roots
E. I. du Pont de Nemours
DuPont gun powder barrels
1811 rules
Safety is a line management Responsibility

No employee may enter a new rebuilt mill until a member of top management has
personally operated it
One Companys Mission
.adhere to the highest standards for the safe

operations of facilities and the protection of the
environment, our people, our customers, and the
citizens of the communities in which we do
business.
Value the safety of our coworkers, our community
and the need to return home safely to our families
each day.
One Companys Mission
Successful Fundamentals
1. All injuries, occupational illnesses, safety and

environmental incidents are preventable.
2. Management is responsible for safety.
3. Safety is an individuals responsibility and a
condition of employment.
4. Training is an essential element for safe
workplaces.
5. Audits must be conducted.
Successful Fundamentals
6. All deficiencies must be corrected promptly.

7. It is essential to investigate all injuries and
incidents with injury potential.
8. Off the job safety is an important part of the
safety effort.
9. It is good business to prevent injuries and
illnesses.
10. People are the most important element of the

Safety and Occupational Health Program.
Agenda
Introduction
Shift in Beliefs

Conclusion
The
Step
Management Leadership
and Commitment
in Process Safety
Principle
Management leadership and commitment form the
foundation of efforts to improve process safety.
Although leadership and initiative are needed
throughout all levels of an organization, it is crucial
that senior management provide visible support and
encouragement.
and Commitment
Key Responsibilities
Establishing the Safety Culture

Establishing PSM policies/guidelines
Committing resources
Involving employees
Establishing clear accountability
Auditing for degree of compliance
Personally participating in PSM activities
Agenda
Introduction
Shift in Beliefs

Conclusion
The
Step
Implementation of a
Comprehensive Process Safety
& Risk Management Program
Process Safety and Risk Management Model

Auditing
Process
Technology
Emergency Planning
and Response
Management of Change
Incident Investigation
and Reporting
Operating
Procedures and Safe
Practices
Management of
Change
MANAGEMENT
LEADERSHIP &
COMMITMENT
Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Prestart-Up Safety
Reviews
Management of
Subtle Change
Mechanical Integrity
Process Safety Management
TECHNOLOGY
FACILITIES
PERSONNEL
Technology
Process Technology
Process Technology describes the process

and operation
Understanding the hazards is the first step
Consists of three parts
The 3 Parts of Process Technology
Hazards of Materials
Process Design Basis
Equipment Design Basis
Process Hazards Analysis
Process Hazards Analyses identify,

evaluate, and control hazards
- orderly and methodical approaches
- many people involved
Standard
Procedures & Safe Practices
Provide clear understanding of operating

parameters and limits for safe operation
They explain the consequences of problems

and the steps necessary to correct and or
avoid them
Developed and documented for each

process
g
Management of Change Technology
Changes may invalidate prior

assessments
All changes must be rigorously reviewed
Sites must have procedures to manage

changes.
Technology
Industrial Incident #1
Bhopal, India
1984 A large amount of water was put into a methyl

isocyanate tank. The resulting overpressure and related
system failures caused the tank to vent and a large cloud of
gases was released and drifted onto the nearby densely
populated area. The severity of this accident makes it the
worst recorded within the chemical industry, with fatalities
estimated in the thousands, ~2,800 from the immediate
release and possibly up to 15,000 related deaths since.
Technology
Industrial Incident #1
Contributing Factors:
plant modification/change - HAZOP
not recognizing safety critical systems and

their operability
design codes
training and competence

Technology
Industrial Incident # 2
Oppau, Germany
1921 Two explosions at the BASF plant killed 430

and destroyed 700 homes. Blasting powder was
being used to breakup storage piles of ammonium
sulphate and ammonium nitrate. This procedure
had been used 16,000 times without mishap. The
4,500 tons of the mixture exploded and left a crater
250 feet in diameter and 50 feet deep.
Tough stuff to set off. But when it goes, it goes !
Toulouse Grande Paroisse
On Friday September 21,2001 at 10:15 am..
Technology
Contributing Factor:
not recognizing hazards of materials
Facilities
Quality Assurance
Quality Assurance bridges the gap between
design and installation:
fabrication
and parts meet specifications
delivery
to the right location
properly
assembled and installed

Pre-Startup Safety Review
Provides a final check for new or modified

equipment to ensure the facilities are
safe to operate
Std
Process related equipment that contains
highly hazardous chemicals must be
maintained from the time of design
throughout the life of the facility.
Mechanical integrity focuses on system
integrity to contain hazardous materials.
Deals with:
Maintenance
Training
Quality
procedures
and performance of employees
control
Equipment
tests and inspections, including

predictive and preventative maintenance
Management of Subtle Changes

Subtle Changes have led to catastrophic events!
All process changes, including those within the
documented process technology, but are not a
replacement-in-kind, must receive appropriate
review and authorization.
Facilities
Flixborough, England
1974 At the Nypro(UK) chemical facility, a

large quantity of cyclohexane vapor was
released when a 20 inch makeshift
bypass pipe ruptured. The resulting
massive vapor cloud explosion killed 28
workers.
Facilities
management of change procedures
design codes
maintenance procedures - recommissioning
plant layout - position of occupied buildings
emergency plan
Facilities
Chernobyl, Ukraine
1984 Technicians at the power plant allowed the

fourth reactor to fall to low power levels as part of a
controlled experiment. The reactor overheated
causing a meltdown of the core. Explosions blew
the top off the reactor building releasing radioactive
material into the atmosphere for over 10 days. 31
workers were killed and the extent of lingering
health effects has been significant and subject of
debate.
It is now entombed.
Facilities
management of change procedures
equipment/facility design
procedures and safe practices
emergency shutdown plan
Personnel
Training and Performance
Trained employees are an absolute

requirement, and be physically able,
mentally alert and capable of using good
judgment.
Training qualification must be documented.

Contractors
For contractors working in and around highly

hazardous material processes, or performing
maintenance/repair on or near a covered
process .
they are required to comply with same
regulations and guidelines as industry /site!
Incident Investigation & Reporting
Investigations are essential to improve

performance
The objective is to find the contributing factors

and implement corrective actions(s)
The degree of the investigation will depend on

severity or potential
Management of Change - Personnel

People are the essential ingredient:
process experience
knowledge and skill in managing Process
Safety
maintain minimum experience level and
knowledge through personnel and
organizational changes
Emergency Planning & Response
Planning and training for potential

emergencies are essential for effective
response
Auditing
Auditing must be used to assure that all
elements of Process Safety Management are
being implemented properly.
Proper auditing must include positive and
corrective feedback
Personnel
Pasadena, Texas
1989 During maintenance work on a

reactor settling leg, a large release of
flammable vapor occurred at the Phillips
66 chemical complex. The result was a
massive vapor cloud explosion, followed
by a series of further explosions and
fires.
Personnel
site and industry standards for maintenance

not followed
training and competence
work permit system - contractors
positioning of occupied buildings

Personnel
Mexico City, Mexico
1984 A major fire and a series of catastrophic

explosions occurred at the government owned
and operated PEMEX LPG Terminal.
Approximetly 500 people were killed and the
facility was destroyed. After the intial release, the
first BLEVE occurred. For the next 90 minutes, a
series of BLEVEs followed as other LPG vessels
violently exploded. It started with a ruptured line
and was made worse by failed safey systems and
layout.
Personnel
plant layout - the positioning of vessels
emergency isolation
survivability of critical systems
emergency plan and site access

Unknown
unknown at this time
under investigation

Auditing
Process
Technology
Emergency Planning
and Response
and Reporting
Operating
Procedures and Safe
Practices
Management of
Change
MANAGEMENT
LEADERSHIP &
COMMITMENT
Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Prestart-Up Safety
Reviews
Management of
Subtle Change
Agenda
Introduction
Shift in Beliefs

Conclusion
The
Step
Achieving
Operating Excellence
Importance of Operating Discipline
The safe manufacture, use and handling of

hazardous materials requires
Dedication & Commitment

in the way you manage
TECHNOLOGY
FACILITIES
PERSONNEL
Achieving Operating Excellence through Operational

Discipline
OD--What Is It?
Dedication and commitment by every member of the
organization to carry out each task the right way every
time.
Operating Excellence--What Is It?

Operating excellence results when an organization
establishes OD and completes all tasks properly, thus
contributing to the organizations goal of achieving
business excellence.
Why is OD Important?
IT HELPS
1.
2.
3.
4.
5.
6.
Change a paper PSRM program into a

reality--an action program.
Organizations achieve their goals, because
improvement programs are implemented to
their fullest.
Protect personnel from injury.

Protect jobs by helping to prevent the loss
of facilities.
Ensure a quality product.
Keep a business healthy

Auditing
Process
Technology
Emergency Planning
and Response
and Reporting
Operating
Procedures and Safe
Practices
Management of
Change
MANAGEMENT
LEADERSHIP &
COMMITMENT
Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Prestart-Up Safety
Reviews
Management of
Subtle Change
Agenda
Introduction
Shift in Beliefs

Conclusion
CONCLUSION I
Good Safety
Good Business
CONCLUSION II
akujem za pozornos
Danke schn
Thank you
Thank you very much

Please contact for any questions
Gerhard Reibersdorfer
Tel: +352 3666 5313

E-mail: dsr@lux.dupont.com

Du Pont

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Process Safety in the

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Establishing a Safety Culture

Providing Management Leadership and Committment

Implementing a comprehensive PS&RM program

Achieving Operating Excellence through Operational Discipline

What you might know about DuPont

Worldwide benchmark for industrial SHE

$24 Billion in revenue

79,000 employees operating in 70

5 core business segments including

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

DuPont in Europe, Middle East & Africa

Approx 66% of European sales are produced, refined

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

DuPont locations in the region

Injuries with more than 3

All injuries are preventable

DuPont Core Values

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Establishing a Safety Culture

Providing Management Leadership and Committment

Implementing a comprehensive PS&RM program

Achieving Operating Excellence through Operational Discipline

Drive towards excellence!

All accidents and

Understand root causes!

From reaction to prevention!

do you want to be?

Help Others Conform

The employee is in the focus

Establishing a Safety Culture

Providing Management Leadership and Committment

Implementing a comprehensive PS&RM program

Achieving Operating Excellence through Operational Discipline

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Some industrial key accidents

Mex. City (11/84)

550+ fatalities - $26MM

3M+ fatalities - 200M affected

Chernob. Nuc. Plt. (4/86)

31 fatalities - 300 mi2 evacuated

Piper Alpha Plat. (7/88)

Pasadena, Tx. (11/89)

Channelview, Tx. (7/90)

Pemex, Mexico (7/96)

Multiple fatalities - $253MM

Petrobras, Brasil (6/2001)

Toulouse, France (9/01)

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

Unfortunately, that listing was only a

Process Safety& Risk Management

The application of Management Systems to

The DuPont Approach

1. Establishing a Safety Culture

Establishing a Safety Culture

Providing Management Leadership and Committment

Implementing a comprehensive PS&RM program

Achieving Operating Excellence through Operating Discipline

Establishing the safety culture!

Copyright 2002 E. I. du Pont de Nemours and company. All rights reserved.

The Safety Culture

Core Value Roots

DuPont gun powder barrels